This case takes the perspective of Dane Barnes, cofounder of Shibumi Shade, Inc., a North Carolina start-up that created and sells an innovative beach shade. In particular, the case highlights Barnes's and his cofounders' decisions in forming and growing their company, and it presents an inflection point for students to recommend future actions to the cofounders to maintain Shibumi's growth trajectory. The case explores such experiences and decisions as transitioning the venture from a side hustle to a full-time pursuit, protecting intellectual property, seeking outside funding, outsourcing, and growing the venture.

This case takes the perspective of David Merrill, an entrepreneur and cofounder of Elroy Air (Elroy), a San Francisco start-up in the advanced air mobility (i.e., autonomous flight) industry. Elroy's business model depended heavily on innovation, not just in terms of developing new technology, but also doing so within a still-nascent industry. Elroy was a capital-intensive venture, due to high research and development costs and the long time horizon to reach profitability; it also faced risky and uncertain business and regulatory environments. The case provides an integrated profile of the company and Merrill and also contains the information needed for students to identify and understand the components of the business model canvas in the context of a start-up venture.

It's hard to understand why successful leaders suddenly fail to meet expectations what the authors term leader derailment. While personalities are sometimes to blame, organizational context plays a significant role. Companies can help prevent derailment by identifying the most challenging demands leaders must overcome early on and providing them with better support systems.